OW2 Community and more!

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Initiated by Richard Stallman in the early eighties and drawing to a large extend from the peer-review practice of the academic world - - and grass root communities supported by picturesque descriptions of independent developers voluntarily contributing to software projects for the sake of fun and recognition --, the free software movement has paved the way for mainstream commercial open source offerings many of them supported by efficient open source organizations operating as real business ecosystems platforms.

In this context, the best strategy for academic stakeholders willing to leverage open source with an industry perspective is probably to set up their own communities within the framework of established open source organizations.

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OW2 Community and more!

  1. 1. Open Source and its Communities Cedric Thomas, CEO, OW2 Consortium fOSSa Conference Where Open Source meets Academia Grenoble, November 16-17, 2009 www.ow2.org
  2. 2. The nature of open source © OW2 Consortium 2009 www.ow2.org 3
  3. 3. 0> The freedom to run the software for any purpose 1> The freedom to study how the software works and to adapt it to your needs 2> The freedom to redistribute copies of the software 3> The freedom to improve the software and distribute your improvements to the public © OW2 Consortium 2009 www.ow2.org 4
  4. 4. Apache server market share +- 50% Image: http://www.chotocheeta.com/2009/03/06/apache-vs-litespeed-time-to-switch/ © OW2 Consortium 2009 www.ow2.org 5
  5. 5. 9 8 Open source software market >$8b 7 6 5 Billion US$ 4 3 2 1 0 Ligne 21 Source: IDC http://www.businesswire.com/portal/site/home/permalink/?ndmViewId=news_view&newsId=20090729005107&newsLang=en © OW2 Consortium 2009 www.ow2.org 6
  6. 6. VC investments >$3b Since the first venture investment in an open source vendor in 1997: $3.2bn has been raised by 163 open source vendors through 378 separate funding deals. Source: The 541 Group, 2008 http://blogs.the451group.com/opensource/2009/04/08/the-past-present-and-future-of-vc-investment-in-open-source/ © OW2 Consortium 2009 www.ow2.org 7
  7. 7. And Red Hat Makes the S&P 500 NEW YORK, July 17 /PRNewswire/ -- Red Hat Inc. (NYSE: RHT) will replace CIT Group Inc. (NYSE: CIT) in the S&P 500 after the close of trading on Friday, July 24. © OW2 Consortium 2009 www.ow2.org 8
  8. 8. Weblogic JOnAS Websphere Jboss Glassfish OpenText Nuxeo Vignette Alfresco Documentum Drupal Business Objects SpagoBI InfoBuilder Jaspersoft Cognos Penthao MS Sharepoint Exo Platform (Hummigbird) Liferay (Plumtree) netNUKE SAP Compiere (Peoplesoft) OpenBravo (JDE) Nexedit (Sonic) PEtALS Tibco Mule IBM ServiceMix IBM Bonita Oracle JBPM W4www.ow2.org Shark 9 © OW2 Consortium 2009
  9. 9. Free Software Commercial Open Source © OW2 Consortium 2009 www.ow2.org 10
  10. 10. Still a Challenge for Others Quality not guarantied Code is provided "as is" Perceived legal risk OSS license are unproven No responsibility Code perceived anonymous Investment risk Small vendor companies Lack of stability Frequent releases Lack of roadmap No strategic "owner" Lack of internal competence Self-training not a policy Image: http://ara.footblog.fr/615924/1-ER-TOUR-GROUPE-C-ITALIE-FRANCE/ © OW2 Consortium 2009 www.ow2.org 11
  11. 11. The nature of open source communities © OW2 Consortium 2009 www.ow2.org 12
  12. 12. Open Source Communities Huihoo TopCased © OW2 Consortium 2009 www.ow2.org 13
  13. 13. "Tragedy of the Commons" by Garret Hardin, 1968 A resource that no one owns http://lipietz.net/spip.php?article2344 http://www.garretthardinsociety.org/articles/art_tragedy_of_the_commons.html © OW2 Consortium 2009 www.ow2.org 14
  14. 14. "Tragedy of the Commons" by Garret Hardin, 1968 A resource No one can that no one control its owns usage http://www.garretthardinsociety.org/articles/art_tragedy_of_the_commons.html http://lipietz.net/spip.php?article2344 © OW2 Consortium 2009 www.ow2.org 15
  15. 15. "Tragedy of the Commons" by Garret Hardin, 1968 Each one No one can has an A resource control its incentive that no one usage to use it owns before others do http://www.garretthardinsociety.org/articles/art_tragedy_of_the_commons.html http://lipietz.net/spip.php?article2344 © OW2 Consortium 2009 www.ow2.org 16
  16. 16. "Tragedy of the Commons" by Garret Hardin, 1968 Each one No one can has an A resource control its incentive Commons that no one usage to use it is overused owns before others do http://www.garretthardinsociety.org/articles/art_tragedy_of_the_commons.html http://lipietz.net/spip.php?article2344 © OW2 Consortium 2009 www.ow2.org 17
  17. 17. "Tragedy of the Commons" by Garret Hardin, 1968 (Enclosure) Each one No one can has an Privatize A resource control its incentive Commons or that no one usage to use it is overused Nationalize owns before others do http://www.garretthardinsociety.org/articles/art_tragedy_of_the_commons.html http://lipietz.net/spip.php?article2344 © OW2 Consortium 2009 www.ow2.org 18
  18. 18. "Tragedy of the Commons" by Garret Hardin, 1968 (Enclosure) Each one No one can has an Privatize A resource control its incentive Commons or than no one usage to use it is overused Nationalize owns before others do Irrelevent: for knowledge •Knowledge is non rival (we can both be consuming it at the same time •Knowledge is non exclusive (we can both own it at the same time) Enclosure would be a tragedy for the knowledge commons Analysis source: http://lipietz.net/spip.php?article2344 © OW2 Consortium 2009 www.ow2.org 19
  19. 19. "Tragedy of the Commons" by Garret Hardin, 1968 (Enclosure) Each one No one can has an Privatize A resource control its incentive Commons or than no one usage to use it is overused Nationalize owns before others do False: historically not right •Commons were regulated... •But had to be replaced because it was a land expansive system that consumed all land available Analysis source: http://lipietz.net/spip.php?article2344 © OW2 Consortium 2009 www.ow2.org 20
  20. 20. "Tragedy of the Commons" by Garret Hardin, 1968 From the French Communs Analysis source: http://lipietz.net/spip.php?article2344 © OW2 Consortium 2009 www.ow2.org 21
  21. 21. From the French Communs From the Latin munus ('gift' but also 'due') Analysis source: http://lipietz.net/spip.php?article2344 © OW2 Consortium 2009 www.ow2.org 22
  22. 22. Governance mechanism - ownership - authority - customs municipality Analysis source: http://lipietz.net/spip.php?article2344 © OW2 Consortium 2009 www.ow2.org 23
  23. 23. remuneration Socialisation mechanism - exchange - redistribution - reciprocity Analysis source: http://lipietz.net/spip.php?article2344 © OW2 Consortium 2009 www.ow2.org 24
  24. 24. reciprocity Analysis source: http://lipietz.net/spip.php?article2344 © OW2 Consortium 2009 www.ow2.org 25
  25. 25. © OW2 Consortium 2009 www.ow2.org 26
  26. 26. 100% of the contributions 10% of the members provide 100% of the contributions 100% of the members © OW2 Consortium 2009 www.ow2.org 27
  27. 27. Expectations Technology infrastructure Good code Joining people alike Partners Participation in large projects Legal and Marketing guidance 100% of the contributions Market credibility Technology update Architecture frameworks 10% of the members provide 100% of the contributions Best practices Increased corporate value 100% of the members Technology independence Access to international market Lobbying © OW2 Consortium 2009 www.ow2.org 28
  28. 28. Expectations Contributions Technology infrastructure Fees, Financial support Good code Code contribution Joining people alike Partners Participation in large projects Activities leadership Legal and Marketing guidance 100% of the contributions Specs, Bugs, Doc contribs. Market credibility Success stories Technology update Experience feed-back Architecture frameworks 10% of the members provide 100% of the contributions Marketing investment Best practices Increased corporate value Expertise 100% of the members Technology independence Project leadership Access to international market Members recruitement Lobbying © OW2 Consortium 2009 www.ow2.org 29
  29. 29. Enter the Nobel Prizes: How do you like your commons? Hierarchies Privatized Oliver Williamson Nobel Prize 2009 Markets Nationalized Bureaucraties William Ouchi UCLA Clans Communitized Elinor Ostrom Nobel Prize 2009 Communities That's us!!! Photos Williamson, Ostrom: AFP Photo Ouchi: http://www.vectorstudy.com/management_gurus/william_ouchi.htm © OW2 Consortium 2009 www.ow2.org 30
  30. 30. Communities Elinor Ostrom Rules for communities that work Nobel Prize 2009  Rules that clearly define who gets what  Good conflict resolution methods in place  Duties to be proportional to benefits  Monitoring and punishing supervised by users  Users allowed in setting and modifying the rules © OW2 Consortium 2009 www.ow2.org 31
  31. 31. Lessons from the OW2 Experience =>  You can control it  Not a de facto model that controls you  It is documented How good is your  It can be explained, even open source to your parents community model?  It provides clear guidance  To both current and potential members  It supports governance  Helps mitigate conflicts with a sense of direction © OW2 Consortium 2009 www.ow2.org 32
  32. 32. The nature of open source organizations © OW2 Consortium 2009 www.ow2.org 33
  33. 33. © OW2 Consortium 2009 www.ow2.org 34
  34. 34. Diversified Code Base Developer-oriented Business-oriented Specialized Code Base © OW2 Consortium 2009 www.ow2.org 35
  35. 35. Budget Budget: >50M$ (Google royalties) Payroll: 120 Budget: 8M$ Payroll: 40+ Budget: 5M$ Payroll: 17 Budget: 0,5M$ Budget: 0,5M$ Payroll: 2 Payroll: 4- Personnel © OW2 Consortium 2009 www.ow2.org 36
  36. 36. The Typical OSS Organization Value Proposal  Technology services  Technical infrastructure  Community services  Governance framework  MarCom services  Brand and identity © OW2 Consortium 2009 www.ow2.org 37
  37. 37.  24/7 support Value Proposal First Layer:  Forge Technical Infrastructure  Binary repository  Developers tools  SVN CVS  Bug tracker  Atlassian tools  Code signature facility  Download  Architecture  Statistics  Code IP checking  FOSSology  OSLC  Black Duck  Mailing lists  Web site  Wiki © OW2 Consortium 2009 www.ow2.org  etc. 38
  38. 38. Value Proposal Second Layer: Governance System  Principles  Documented in:  Democratic  Bylaws  Transparent  IPR Policy  Open, etc.  Membership  Structure has entities for: Agreements  Decision  Charters  Operation  Etc.  Guidance  Benefits  Supports process:  Predictability  Decision process  Consistency etc.  Project life cycles © OW2 Consortium 2009 www.ow2.org 39
  39. 39. Value Proposal Third Layer: Marketing and Communication  Objective  Build a brand  Develop an identity  Events  Exhibitions  Conferences  Community meetings  Communication  Web site  Press releases  Interviews  White papers  Presentations  Etc.  Collateral  Fact sheet  Executive overview  General prez  Project datasheets www.ow2.org  Goodies, etc. © OW2 Consortium 2009 40
  40. 40. OW2 and Academia © OW2 Consortium 2009 www.ow2.org 41
  41. 41. Community Driven "Vocational OSS" Leading OSS Projects Academic Research Publicly funded Burden Sharing projects JOTM Accessory code Trials Commercial Open Source "Lost Projects" Market Driven © OW2 Consortium 2009 www.ow2.org 42
  42. 42. OW2 network of complementary expertises EUROPE CHINA NORTH AMERICA LATIN AMERICA © OW2 Consortium 2009 www.ow2.org 43
  43. 43. A Growing Academia Network Peking University Behang University INRIA NUDT GET Fraunhofer-FOKUS ISCAS LIG Harbin U. CNRS-IMAG GMRC UJF Charles U. NJUPT Telecom Inst. Free University CDAC University of Fortaleza Plus Individual Members from 30 Universities University of San Paolo in more than 10 countries © OW2 Consortium 2009 www.ow2.org 44
  44. 44. Academia Are Special to OW2 OW2 and Academia Special membership converge in: conditions for Academia:  fostering innovation  supporting open source  Academia = €3000  leveraging international relations  Laboratories* = €1000 *small number of members (in the range of 10s) © OW2 Consortium 2009 www.ow2.org
  45. 45. Academia Why Join Universities, IT infrastructure R&D labs ROI Elements Contribution Profile  Access to business and  Staff and Lead a Project Open Source expertise  International relationship  Code contribution with other academia  Technology Council  Access to world-class participation development teams  Participation in publicly- funded projects  Industry relationship  Networking opportunities  Seed research © OW2 Consortium 2009 www.ow2.org 46
  46. 46. Research Organization Why Join R&D organizations with leading IT research labs ROI Elements Contribution Profile  Partnership with world-class  Staff Project(s)/ Initiative(s) development teams  Participation in publicly-  Staff and Lead Local funded projects Chapter  Technology Council  Increase technology transfer participation  Platform for industry relationship  Real world experience  Funding opportunities  Enhanced visibility and reputation © OW2 Consortium 2009 www.ow2.org 47
  47. 47. http://forge.ow2.org/ http://www.ow2.org http://www.ow2.org.cn © OW2 Consortium 2009 www.ow2.org 48
  48. 48. www.ow2.org © OW2 Consortium 2009 www.ow2.org 49
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